Various Types Of Team Conflict example essay topic

Conflict Resolution 1 Running head: CONFLICT RESOLUTION IN WORK TEAMS Conflict Resolution in Work Teams Team A GEN 300 Skills for Professional Development University of Phoenix Online September 2, 2003 Conflict Resolution 2 Abstract "A clash or struggle that occurs when a real or perceived threat or difference exist in the desires, thoughts, attitudes, or feelings, or behaviors of two or more parties" (Cox, 2003, p. 153). Conflict arises each day in relationships. Some of the problems a team can encounter can be within a variety of environments. However, communication is the key to resolving the differences.

Having conflict amongst a team is not the end of the world. If you manage and understand each type of conflict effectively, then the outcome will create positive solutions. There are three types of conflict that can occur in a team environment. They are interpersonal, intergroup, and interorganizational. To every conflict that surfaces, there is a possible solution. Random House Webster College Dictionary 2001 defines resolution as, "a settlement of a problem, controversy, etc".

As there are different forms of conflict, there are diverse steps to determining a resolution, as well. Conflict Resolution 3 Conflict Resolution in Work Teams Interpersonal Conflict There are many forms of team environments. A classroom, place of work, sports teams, and private residences are types of team environments, just to name a few. Each of these environments can be easily infected with conflict, unless individuals have developed a resistance, either intuitively or with training, the skills to handle their differences. It is also important to have established a leader within the team. Having a leader gives the rest of the team a focal point to get everyone back on track.

Assigning a leader is an effective way to provide a sense of unity for the rest of the team. However, what happens when conflict arises with the leader? For example, a manager and her two assistants, recently experienced conflict in defining their individual roles. Often the manager would overstep her boundaries by constantly fulfilling, not only her responsibilities as a manager, but by doing the tasks of her assistants, as well. By the actions of the manager, the assistants became confused as to what their specific roles were exactly. Meanwhile, the productivity of the rest of the group was at risk.

Proper steps are finally taken by the assistants. It is agreed that the three individuals would communicate their feelings and what appropriate action needs to take place to define their roles. Thus, resolving one form of interpersonal conflict. Barge (1994) indicates that interpersonal conflict exists between two individuals within a group. There are many outcomes that convey when a conflict is resolved. It would be great to say that with a decision, everybody involved would win, as in the previous example, but the feelings of all those involved must be considered.

Also, the policies and procedures one must follow have a tremendous impact on how the problem will be resolved. It is in these types of Conflict Resolution 4 cases that you may encounter a win / lose outcome. For instance, an employee working in a customer service call center may engage in a variety of conflicts where he must find a probable solution, while staying within the guidelines of their employer. A customer calls in to his financial institution to report that he had received $100.00 extra during a transaction through the drive-thru window. The financial institution caught the mistake and had already debited his account for the error. It is explained to him that every attempt was made to contact him, so that he could bring the funds back instead of having to debit his account.

After reviewing the mishap the financial institution had come to the conclusion that it was their right to not take the loss, even if the error was made on there part. This situation demonstrates a perfect example of a win / lose outcome. Overall, it is important to understand that various types of team conflict will arise no matter what the environment may be. Interpersonal conflict is just one of those types. Intergroup Conflict Intergroup conflict involves "conflict between two or more groups, within the larger system" (Barge, 1994).

It is possible for one or more of each class of conflict to intersect with one another. The two types of conflict that most often collide with one another are interpersonal and intergroup. The reason for this is because "every individual may be perceived as a representative of a group, and every personal interaction may be perceived in part as a intergroup interaction" (Lambianca, Brass, Gray, 1998, p. 55). The comprehension an individual has on intergroup conflict endures whether or not a conflict will arise. It is often conceived that bringing groups closer together will reduce the chance of a conflict arising. Nevertheless, each individual is holding still, their own perception of intergroup conflict.

A situation where intergroup conflict occurs is Conflict Resolution 5 demonstrated one day in an office setting. Conflict is easily created when there are two brokers, one who is employed with Merrill Lynch and the other with Cuna. Each broker is in charge of working with fiduciary accounts for the benefit of a particular credit union. Their approach on handling these accounts is somewhat different. Each employee has their own understanding of the task they have to complete. Thus, working together with their opposite views, is an invitation for a dispute to happen.

This form of intergroup conflict can best be described as being destructive, instead of constructive. Although the end result to a positive solution for the example provided may seem improbable, there may be a way to negotiate. The involvement of a third party or simply being able to communicate amongst them may help resolve the dispute effectively. The following is an example of constructive conflict. A mother's battle for her special needs child and the school district in which he attended came to blows when she felt that the Individual Education Plan (IEP) that was conducted was less than satisfactory. The mother, we " ll call her Carolyn, has an autistic child.

Due to the child's special needs, an IEP was considered necessary to determine what instructive requirements were needed for his educational development. A meeting was scheduled and attended by teachers, special education coordinators, a psychologist and the parents. After many hours of deliberation the school officials were satisfied that they had created an IEP that would best suit the child's needs. The mother was in disagreement.

The school district dismissed her and decided to go ahead with the IEP as written. Carolyn, distraught with the school's decision, decided to take action of her own. She was determined to have her voice heard. One day she was surfing the World Wide Web Conflict Resolution 6 and had stumbled across a website called, web which was started by two attorneys who wanted to aid parents that were caught in the middle of certain school dilemmas on special education issues. The website referred to two books that could be used as reference tools. One of which, "Emotions for Advocacy", had been written by one of the attorneys.

After a great deal of research, Carolyn was ready to make her case. She notified the school district that she wanted another IEP meeting to be scheduled. The school district declined and told her that one had already been done and that they were satisfied with the outcome. Carolyn informed them of her rights under Wrights Law and used her reasoning from the research that she had gathered.

Under this law it stated if a parent was not satisfied with the final result of an IEP that had already been administered by the school district, that he / she had the right to ask that a second IEP be completed. The reasoning for a second meeting was to discuss possible changes in the educational procedures for children with Autism. Ironically, after the resolution of this conflict, another one had arisen. But this time it was within the school system itself. Classroom teachers and the aides that were assigned to assist them were in conflict over which type of setting would be appropriate for the students that did not fit in this category. This is also an example of constructive conflict.

Constructive conflict can allow change and growth to occur within the system and provide the opportunity for resolving problems associated with diversity of opinion (Thompson, Aranda, Robbins, 2001, p. 238) Interorganizational Conflict Interorganizational conflict occurs when there is a breakdown in leadership. Visible Conflict Resolution 7 signs of conflict within an organization are low productivity, withdrawal, and fighting. These are all examples of conflict that hit above the surface. But there is much more going on beneath the surface, within the organization, between and within teams, and within individuals.

There are a number of causes for this type of conflict. First, the members of the team's responsibilities and what they are accountable for are unclear. No clarification is given by leadership, nor is it asked for by team members. Each individual including the leadership are blind in how to reach the team's main objective.

Secondly, the expectations of the team are mismatched. Without clearly knowing what each of their responsibilities are, each member of the team will develop there own design on how to achieve their personal objective instead of the team's objective. Each of the team member's paths will clash with one another creating more unwanted chaos. Proper communication skills are the key to a sound team environment. The leader needs to be clear at communicating what he or she expects for each individual to fulfill the team's purpose.

It is also necessary for the leader to provide the appropriate resources and support that the team requires meeting its main objective. If some or all of these factors are found within a team's structure than help can be found by sorting out what member of the team is accountable for what. Make sure that the expectations of parties involved are clarified. Again, it is the leader's responsibility to the team to identify the resources that are needed to meet its goals.

To encourage that clear, specific and direct feedback be given to the involved parties. If the leader is found at the center of a conflict, than leadership skill development training should be provided by the organization. Conflict Resolution 8 Resolution Techniques The productivity of any group is at risk unless proper steps are in place before collaborative arrangements are to begin. Individuals should adhere to these procedures if there is to be resolution within their prospective groups. Individuals should thoroughly prepare their ideas, thoughts, and suggestions before presenting them to a group. They should be able to share these ideas willingly and also be prepared to answer questions relative to their presentation with decisiveness and without hesitation.

Keep remarks brief and relevant. Group participants should keep their comments concise and applicable to the context of the discussion. They shouldn't verbally run off on a tangent with unrelated conversation. If an individual does head off task, it is up to the other team members to get him / her back on track. All group participants must maintain an open mind at all times. Before heading into a discussion, everyone involved should be optimistic about the conversation and its outcome.

To do this accordingly members must listen carefully to each individual's comments, suggestions or opinions without taking offense. This leads us to the next phase, being able to give and receive constructive criticism willingly. The majority of conflicts begin when individuals feel threatened or become defensive. The discussion should remain positive. Again, the mindset of each individual should be focused on productivity and not the opposite. The environment must remain comfortable and neutral.

There will be times when points of discussion between a few may become personal and argumentative. It is up to the whole team to assist in reconciling the differences of Conflict Resolution 9 opinion before moving on with the discussion. It is extremely important to remember that the outcome of the discussion must be beneficial to the team's objective and not reflect any individuals purpose. In conclusion, encountering conflict in a team is a healthy way to keep the team growing in a positive direction.

Learning about the differences of others can strengthen a team, while contributing to a better understanding of how to effectively manage a team. As discussed, there are three types of conflict, interpersonal, intergroup and interorganizational. Although it is important to distinguish the basis of the conflict, it is equally important to determine a positive resolution. There are appropriate steps to begin the walk to a proper resolution. If one manages and understands each type of conflict and the steps to a resolution, then the end result may be a triumph. Conflict Resolution 10

Bibliography

Cox, K. (2003).
Nursing, Teamwork, Job Satisfaction. Nursing Administration Quarterly, 27 (21), 153. Lambianca, G., Brass, D., Gray, B. (1998).
Social Networks and perceptions of intergroup conflict: The role of negative relationships and third parties. Academy of Management Journal, 41 (1), 55. Thompson, L., Aranda, E., Robbins, S. (2001).
Tools for Teams. Building Effective Teams in the Workplace (pp. 238). Barge, J.K. (1994).
Leadership Communication Skills for Organizations and Groups. Hulbert, J.E. (1994).
Developing collaborative insights and skills. Bulletin of the Association for Business Communication, 57 (2), 53. Retrieved August 25, 2003, from InfoTrac OneFile database.